Successful campus placements are about creating a win-win for both students and organizations: Alvin David

Alvin David, Senior General Manager and HR at NewGen Software share his journey and insights on transforming campus placements in an insightful interview with Prabhav Anand. With over two decades of experience, Alvin highlights the evolving recruitment landscape, the significance of internships, and NewGen’s innovative initiatives to bridge the gap between academic learning and industry needs. He also reflects on his TEDx experience and its impact on his HR approach, offering valuable advice for students and recruiters alike.

Q. Can you share a bit about your journey and how you became the India campus head at Newgen?

My first exposure to campus hiring was back in 2003, when I represented an organization during a recruitment process at a well-known MBA college. Despite being new to the company, I successfully engaged around half of the students I presented to, which gave me my first taste of campus hiring.

Over time, when I joined Newgen Software, I saw the company grow from a small team to a much larger one, and I became deeply involved in shaping our campus recruitment program. What really drew me to this field was the opportunity to engage with different generations of students—millennials, Gen Z, and now Gen Alpha.

The hiring landscape has changed dramatically, with organizations now competing for talent, and this constant evolution keeps me motivated. Leading the India campus initiative from its early stages to now, where 50% of our hiring comes from campuses, has been a rewarding journey.

Q. How has your role as a TEDx speaker influenced your approach to HR mentoring?

Being a TEDx speaker has been the most humbling experience of my life to date. The biggest challenge of being a TEDx speaker is to bring your authentic self and talk with utmost Genuity. You cannot bring something you don't know. You have to dig deep within yourself and bring something authentic and true to you in order to inspire and engage the audience.

The key lesson I've learned from this platform is that to inspire and bring the change in others, you need to be true to yourself. Genuine authenticity is crucial for engaging with an audience effectively.

TEDx has been an incredibly enriching experience for me, both personally and professionally. It's amazing how much each of us has to offer, and TEDx provides a platform for everyone to come forward and share their life experiences.

Q. Recently, placements have become a challenge for many institutions. How have placement trends evolved over the past decade in the technology sector in India, and what factors have driven these changes?

Over the years, the dynamics of campus placements have shifted from students pursuing companies to companies actively seeking out candidates. Organizations now engage with students early, often starting in their first year, to build familiarity and rapport before graduation. In the rapidly evolving tech sector, where technologies quickly become obsolete, frequent campus visits are crucial to ensure students' learning aligns with current industry demands. Adaptability and traits like curiosity and integrity have become more important than specific hard skills, especially in fields like cybersecurity and IT.

There’s also been a move from volume hiring to targeting niche talent, leading to a wide range of salary offers based on student skills and aspirations. This shift means that beyond academic credentials, practical application of knowledge and soft skills are highly valued. Some organizations are even hiring candidates with backlogs if they show strong motivation and potential, reflecting a broader, more dynamic placement landscape. Organizations are more than ready to experiment and trying newer ideas.

Educational institutions often focus on theoretical learning, which can lead to a gap between academic preparation and industry needs. To bridge this gap, students should engage in practical experiences like internships, gain certifications, and participate in extracurricular activities. While curriculum changes are important, incorporating multidisciplinary electives and hands-on projects may better prepare students for real-world challenges. Ultimately, the ability to apply theoretical knowledge practically is what distinguishes or make candidate standout in today's job market.

Q. As an interviewer, what are the most common mistakes that students make during campus placement interviews or any kind of interviews?

One of the most frequent mistakes I see is that students struggle to apply their knowledge practically. Many lack relevant internship experience, which limits their ability to demonstrate how they can apply what they’ve learned. They often rely heavily on theoretical knowledge, and in some cases, it’s clear that they’ve simply memorized information rather than understanding it deeply.

Even in something as basic as introducing themselves, I’ve seen students stumble. They’ve rehearsed their introductions so rigidly that they can’t adapt to a simple variation, like if I mention their name first, they will start their introduction with the repeat of name. Instead of engaging in a natural conversation, they fall back on their pre-prepared answers, making the interview feel mechanical. This rehearsed, inflexible approach prevents a genuine discussion, which is what most interviewers are actually looking for. We want to assess how well a candidate can think on their feet and communicate effectively, not just deliver a memorized script.

Another concern is that some students, despite being academically brilliant in school, start to lose focus during college. Many students who were top performers in 10th or 12th grade, scoring as high as 98%, may drop to 70% or lower in college. This decline often happens because they get involved in extracurricular activities or take on other distractions, which, while important, should not come at the cost of academic excellence. As an interviewer, I look for candidates who are at their peak academically and are still performing at a high level. When I see a significant drop in academic performance, it signals that the student may have lost focus or become complacent, which raises concerns.

Additionally, I’ve observed that some students relax too much after the intense pressure of 10th and 12th grade. They let their guard down in college, thinking they can afford to coast through. However, maintaining focus is critical throughout their academic journey. The ability to apply theoretical knowledge and logic to real-world scenarios is what distinguishes standout candidates from the rest. Students need to stay engaged and continue to sharpen their skills throughout their education, not just when exam pressure is high.

In summary, students need to be adaptable, stay focused, and apply what they’ve learned in real-world situations. Interviewers are not just looking for academic achievers, but for candidates who can think critically, communicate effectively, and maintain consistency in their performance.

Q. How do internships and prior work experience influence the placement success of a student in India?

Internships and prior work experience play a significant role in influencing placement outcomes, especially in technology and management fields. Let’s start with technology. When a student has completed an internship that involves solving real-world business problems or addressing challenges outside of the standard curriculum, it immediately boosts the hiring manager’s confidence in that candidate. The ability to not just understand theoretical concepts but to apply them to actual problems showcases that the student has gone beyond classroom learning.

A key aspect is how well the student can articulate their internship experience. When a candidate explains how they navigated the challenges during their internship, how they solved the problem, and what real-world impact their work had on the organization, it indicates a depth of understanding and practical application. This demonstrates that the student is not just a “mugger” or crammer who has mastered theory for exams, but someone who has engaged with the material and applied it meaningfully. Hiring managers are particularly intrigued when they see candidates who have participated in competitions like Hackathons or solved problems on platforms like HackerRank. These are tangible experiences that show a student’s initiative and problem-solving abilities, which are highly valued in the tech industry.

In the case of MBA students, prior work experience is even more critical. Those who have spent time working before pursuing an MBA have a distinct advantage. They come into the program with a clear understanding of the business context and are often more focused on what they want to achieve. Having experienced the corporate world, they know which skills they want to sharpen and which areas they need to explore further. This clarity allows them to make the most of their MBA, diving deeper into topics that will help them advance in their careers.

On the other hand, students who go straight from a BTech or undergraduate degree to an MBA without any work experience often struggle with direction. Many of them lack clarity about what they want to do after completing their MBA. They haven’t had the time or the exposure to the business environment to understand where their strengths lie or what they need to develop. As a result, both the student and the recruiter face challenges. The recruiter may find it difficult to assess the student’s readiness for a specific role, and the student may struggle to find a career path that aligns with their skills and interests.

In summary, internships and prior work experience are invaluable in today’s placement landscape. They not only give students practical exposure but also help them gain clarity about their career goals. For those pursuing MBAs, work experience is almost essential to make the most of the program and ensure that they are well-prepared for the opportunities that come afterward. Without these experiences, students often lack the direction and focus needed to succeed in both placements and their long-term careers.

Q. Can you highlight some successful initiatives that you have led to improve campus placements at Newgen?

Over the past two decades, I’ve been deeply involved in improving campus placements, and several initiatives have contributed to our success at Newgen. One of the most significant changes we made was evolving the nature of our hiring process. In the earlier days, Newgen became well-known for its rigorous campus recruitment process, which primarily attracted the more technical and academically inclined students—the "nerds" and "geeks," if you will. Our process was the pull factor. It challenged many and it developed a reputation where if you were technically strong and could crack “ the” Newgen’s process, you have arrived. But if you couldn’t, then it wasn’t the right place for you.

We’ve come a long way since those days. As we shifted towards hiring larger numbers for our delivery teams, we realized we needed a more balanced approach. We started focusing not only on technical aptitude but also on communication skills and how well students could apply their knowledge in real-world scenarios. One of the most significant changes we made was in how we assess communication. We moved away from viewing communication as a rejection criterion, where we would automatically disqualify candidates based on their fluency in English. Instead, we began to see communication as a selection criterion. We realized that while language proficiency is important, it is not necessarily an indicator of cognitive ability or intelligence. Whether a student comes from a metro city or a remote village, the key is their ability to express themselves clearly, even if there’s some mother tongue influence. So, we started valuing candidates who could effectively communicate their thoughts, even if their English wasn’t perfect.

Another successful initiative was the introduction of a six-month internship model before students formally joined the company. This internship period allowed us to engage with the students in a more meaningful way, understanding their learning capabilities and adaptability. It also gave the students a chance to immerse themselves in the company culture, learn the ropes, and enhance their skills before officially starting their roles. This model not only helped students bridge the gap between academia and industry but also enabled us to make more informed hiring decisions. By the time they joined, we knew their strengths and areas for development, making it a smoother transition for both sides.

We also started working closely with Training and Placement Officers (TPOs) and student communities to create mutually beneficial programs. The aim was to ensure that what we offer during campus placements aligns with the students' long-term career goals, not just the company’s immediate needs. For instance, we began engaging with students as early as their second or third year, helping them build the necessary skills through problem-solving exercises, internships, and exposure to real-world business problems. This engagement ensures that when they graduate, they are not only job-ready but also have a solid understanding of what’s expected of them in the workplace.

We also took a proactive approach by aligning what we share during pre-placement talks with the actual work students will do after joining. Today’s students are very demading; they will ask on day one, "What exactly will I be doing?" If they find discrepancies between what was promised during recruitment and the reality of the job, they quickly become disengaged and disillusioned. So, it became critical for us to make sure that we deliver on our promises. This transparency and honesty helped build trust between us and the new hires, ensuring better retention and engagement rates.

Finally, we fostered stronger connections between our internal technology teams and the broader academic ecosystem. By creating synergized programs that benefit both the industry and academia, we made sure that our initiatives were not just serving Newgen’s interests but were also contributing to the greater good of education. This holistic approach, with a focus on continuous learning and development, has been instrumental in improving campus placements at Newgen. I'm optimistic that as these programs mature, we’ll continue to see even more impactful collaborations between industry and academia, setting a strong foundation for the future workforce.

Successful campus placements are about more than just hiring—it’s about creating a win-win scenario where students feel valued and prepared for the professional world, while the organization benefits from their fresh perspectives and readiness to contribute from day one.

Q. Most of the students from rural or underprivileged backgrounds struggle to secure placements. What are the primary challenges they face, and what strategies can be employed to level the playing field?

I believe a lot is changing in favor of students from rural or underprivileged backgrounds. Companies are increasingly reaching out to tier 3 and tier 4 cities, providing opportunities to those who may not have had such access before. Technology has been a game-changer in this regard. Today, technological exposure is almost uniform across various regions in India, from metro cities to the interiors of the country. This has significantly reduced the gap in opportunities that once existed for students from rural areas.

One of the key challenges these students face is a lack of exposure compared to their urban counterparts. However, this is gradually diminishing as recruiters are more willing than ever to hire students who demonstrate hunger, drive, and a willingness to prove their worth. Companies today are less focused on where a student comes from and more on what they bring to the table in terms of attitude and potential. Many recruiters find that students from underprivileged backgrounds, often having faced greater hardships, come with a stronger sense of purpose, resilience, and commitment.

COVID-19 has also played a role in breaking down geographical barriers, allowing remote and hybrid work options. This has opened up opportunities for students from rural areas who may not have been able to relocate for work. They can now engage with companies from their hometowns, which was previously unthinkable.

As for strategies, it's crucial to continue promoting hybrid work models and increasing outreach to rural regions. Companies should also focus on offering training programs, mentorship, and internships that provide these students with the practical skills and confidence needed to succeed in interviews. Organizations can also look at creating more flexible evaluation criteria that go beyond academic scores to assess qualities like problem-solving, adaptability, and determination.

Ultimately, underprivileged students often bring a unique perspective and a sense of loyalty, longevity, and return on investment (ROI) for companies. They may not always have the same starting point as others, but their drive and readiness to learn make them a valuable asset for organizations.

Q. Do you have any message for institutions to help get their students industry-ready?

Institutions need to prioritize close collaboration with industry to ensure their students are truly prepared for the workforce. It’s essential that they design meaningful, informed programs that go beyond just theoretical or bookish knowledge. Students need real-time exposure to industry challenges and practical applications. Fortunately, many institutions are already working in this direction, and there’s a lot of discussion around it. One promising trend is the idea that the last twelve months of a degree should involve hands-on industry experience. This approach benefits both the students and the industry, giving them practical skills and making them more job-ready by the time they graduate.

Another critical step institutions can take is to invite industry professionals to join their faculty or conduct workshops. This brings real-world experience directly into the classroom, offering students insight into corporate use cases and the challenges they will face in their careers. At the same time, faculty members should also be exposed to industry environments so they can better understand these use cases and translate that experience into their teaching.

It’s also important for institutions to focus on quality over quantity when it comes to preparing students for placements. Instead of concentrating on large numbers, institutions should consider working more closely with smaller groups of students, ensuring that they are well-prepared and industry-ready. Different institutions and companies have different approaches—some may focus on high volumes, while others target niche hiring. The key is to tailor the preparation according to the needs of both the students and the industries they aim to join. Ultimately, institutions must ensure that their students receive an unparalleled learning experience that blends academic knowledge with real-world skills.

Q. Please share a memorable success story from your experience in mentoring students or managing placements.

One of my most memorable success stories involves a student who, after ten years in the industry, decided to return to pursue an MBA with a focus on HR. Initially, she faced skepticism from her peers and potential employers who questioned why someone with a decade of experience would now pursue an MBA. Despite her extensive background, she struggled with being taken seriously and felt her past experience might hinder her rather than help.

I worked closely with her to rebuild her confidence and refine her approach. We focused on showcasing her experience as a strength rather than a liability, helping her articulate how her industry background could add unique value to potential employers. Her dedication and willingness to learn were truly inspiring.

At the end of the placement season, she not only overcame these challenges but also emerged as one of the top performers in her batch. She secured the highest number of job offers that year, which was a tremendous achievement. Witnessing her success was incredibly rewarding and reaffirmed the impact of effective mentorship. It highlighted how experienced professionals, when clear about their goals and how to leverage their past, can achieve remarkable success.

This experience taught me a great deal about the importance of perseverance and the value of mentoring. It’s always gratifying to see individuals with diverse backgrounds bring their unique perspectives to the table and thrive. Seeing such students evolve from their initial struggles to leadership roles in organizations is truly fulfilling and motivates me to continue supporting and guiding talented individuals throughout their careers.